The 100-Day Challenge milestones
Winning the Relay Race
Overview of 100-Day Challenges
We’ll start with 100-Day Challenges – What are these? How are they different from traditional projects that last 100 days? And why do we believe that they enable unusually high levels of performance in teams and organisations?
The following two videos will help answer these questions.
After watching the two videos, please share some thoughts with us regarding what you have seen.
Let's dive into the roles and events in the 100-Day Challenge...
100-Day Challenge Events
We can view the 100-Day Challenge race as a series of interconnected events (workshops), each building on the other. In the second video you were introduced to these events, lets dig a bit deeper into each workshop.
The image below depicts a race track, with a stretch of terrain before the Starting Gate, and a stretch beyond the Finish Line. The workshops mentioned in the video are positioned on the race track.
You, the architect, hold the baton in the terrain before the Starting Gate. You are responsible for getting the right team to the Starting Gate of the track, and for recruiting a Team Coach.
Once the Team is at the Starting Gate, you hand over the baton to the Team Coach to get them ready for the race. As part of this, the Coach helps the Team pick a Team Leader.
Once the race gets underway, the Coach passes the baton to the Team Leader. Both you and coach stay on the sidelines of the race, cheering and supporting the team, and smoothing the track for them.
Once the Team gets to the Finish Line, The Team Leader hands over the baton to you, so you can organize a marathon or other 100-Day Challenges.
The start, middle and end of the race are occasions for Workshops that are facilitated by the Coach. These involve the Team and others, including you as the 100-Day Challenge Architect and possibly other colleagues in leadership positions.
To find out more about these workshops, click on each of the black box below the race track.
Santa new design for new relay race methophor
Leadership Design Session
Focus: Leaders decide on the “impact indicator” that the team will use in setting their 30-Day Goal
Context: Leaders identify the current GBVF initiatives their departments and organisations are involved in
Governance: Leaders identify who should be on the 30-Day team, and they will elect mentors to support the team.
Team Start-Up Workshop
Focus: The Team sets its SMURF goal
Strategy: The Team develops its initial work plan, including new ideas and experiments to test
Governance: The Team elects a Team Leader, and it develops a Team Operating Agreement.
Reflect & Recharge Workshop
Focus: The Team assesses progress, and it confirms or adjusts the goal as needed.
Strategy: The Team adjusts its work plan, and and it decides on additional ideas to test in the remainder of the project.
Governance: The Team assesses its own dynamics, and it adjusts the Team Operating Agreement as needed
Scale-up Workshop
Focus: Team celebrates achievements and shares lessons learned
Strategy: Architect and other leaders develop plans to spread and scale the impact
Governance: Architect and Team decide on continued role of the Team.
Amplifying Workshop
Focus: Decide on Impact Indicators and sequencing of the next wave of 100-Day Challenges
Strategy: Determine accountabilities and time frames to implement some of the actions recommended by the Team at the Landing Workshop
Governance: Decide on Mentors for the next wave of 100-Day Challenges, and develop a “leadership team operating agreement”
